...NATIONAL AVIATION UNIVERSITY Air Transportation Management Department TERM PAPER On discipline“Basis of systems theory and management” Topic: «Airport as a complex system on the example of Boryspil» Kyiv 2012 NATIONAL AVIATION UNIVERSITY Department of air transportation organization TASK for course paper preparation student Roksolana Novytska Topic of the term paper: “Airport as a complex system”_______________________ 1. Period of term paper preparation: since ________2012 year till_______2012 year. 2. Stages of term paper preparation: * … 3. The task was given by________________________________(_______________________) (signature) (name) “______”____________2012year. 6. The task taken for solving _____________________ (signature of student) The term paper grade ______________________________________ The head of the commission: ________________________________________________”___”__________2012 year. Members of the commission: ___________________________________________________________ Abstract Total volume of course work is 37 pages. Contains 22 figures and 5 references. The aim of the thesis is to investigate Boryspil airport in terms of Systems analysis course. The work includes theoretical studies of all aspects...
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...ENGINEERING ETHICS The Kansas City Hyatt Regency Walkways Collapse Department of Philosophy and Department of Mechanical Engineering Texas A&M University NSF Grant Number DIR-9012252 Negligence And The Professional "Debate" Over Responsibility For Design Instructor's Guide - Introduction To The Case On July 17, 1981, the Hyatt Regency Hotel in Kansas City, Missouri, held a videotaped tea-dance party in their atrium lobby. With many party-goers standing and dancing on the suspended walkways, connections supporting the ceiling rods that held up the second and fourth-floor walkways across the atrium failed, and both walkways collapsed onto the crowded first-floor atrium below. The fourth-floor walkway collapsed onto the second-floor walkway, while the offset third-floor walkway remained intact. As the United States' most devastating structural failure, in terms of loss of life and injuries, the Kansas City Hyatt Regency walkways collapse left 114 dead and in excess of 200 injured. In addition, millions of dollars in costs resulted from the collapse, and thousands of lives were adversely affected. The hotel had only been in operation for approximately one year at the time of the walkways collapse, and the ensuing investigation of the accident revealed some unsettling facts: During January and February, 1979, the design of the hanger rod connections was changed in a series of events and disputed communications between the fabricator (Havens Steel Company) and the engineering design...
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...DIPLOMA IN BUILDING SERVICES ENGINEERING PROJECT MANAGEMENT (CC603) CLASS: DPB 5A ASSIGNMENT 2 | Content Content | Page | Organization structure (functional, matrix, product) | 3-7 | Differentiate between supervision and superintendent | 7-8 | Duties technician and assistance manager | 9 | Distinguish between technician and assistance engineer | 10 | Relate the duty between technician and assistance manager | 11 | Explain the organization structure and the main characteristics of: a) functional structure Functional structure is set up so that each portion of the organization is grouped according to its purpose. In this type of organization, for example, there may be a marketing department, a sales department and a production department. The functional structure works very well for small businesses in which each department can rely on the talent and knowledge of its workers and support itself. However, one of the drawbacks to a functional structure is that the coordination and communication between departments can be restricted by the organizational boundaries of having the various departments working separately. The organization chart for a functional organization consists of a Vice President, a Sales Department, a Customer Service Department, an Engineering or Production Department, an Accounting Department, an Administration Department, etc. Merits ✔ It has high degrees of specialization. ✔ It has clear lines of authority. ✔...
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...general meeting * Board of directors * Supervisory board * Advisory board | Corporate titles * Chairman * Chief executive officer (CEO) * Chief financial officer (CFO) * Chief information officer (CIO) * Chief human resources officer (CHRO) * Chief business officer (CBO) * Chief technology officer (CTO) | Economy * Commodity * Public economics * Labour economics * Development economics * International economics * Mixed economy * Planned economy * Econometrics * Environmental economics * Open economy * Market economy * Knowledge economy * Microeconomics * Macroeconomics * Economic development * Economic statistics | Corporate law * Commercial law * Constitutional documents * Contract * Corporate crime * Corporate liability * Insolvency law * International trade law * Mergers and acquisitions | Finance * Financial statement * Insurance * Factoring * Cash conversion cycle * Insider dealing * Capital budgeting * Commercial bank * Derivative * Financial statement analysis * Financial risk * Public finance * Corporate finance * Managerial finance * International finance * Liquidation * Stock market * Financial market * Tax * Financial institution * Working capital * Venture capital | Accounting * Management accounting * Financial accounting * Financial audit | Trade * Business analysis * Business ethics * Business plan...
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...THEORY OF CONSTRAINTS PROJECT TIME MANAGEMENT IN MULTIPLE, CONCURRENT PROJECTS: INVESTIGATION OF ASSUMPTIONS REGRADING HUMAN BEHAVIOUR DURING PROJECT PLANNING J. C. Kago1 and P. J. Viljoen2 1 Masters in Project Management, Department of Engineering and Technology Management, University of Pretoria, Pretoria 002, South Africa. 2 Formerly Department of Engineering and Technology Management, University of Pretoria, Pretoria 002, South Africa. ABSTRACT CCPM has attempted to account for certain human behaviour patterns during project planning and execution which other time management techniques neglect. CCPM gives this human behaviour as a major influence on amount of contingency provided in activity duration estimates. The human behaviours however are assumptions and justification of CCPM relies heavily on these assumptions. The problem is that we do not know if the human behaviours assumed are an important influence on contingencies provided in activity duration estimates during project planning. The main objective of this research is therefore to determine, using empirical data how stakeholders in the construction industry rate the influence of human behaviour on contingency provided in activity duration estimates. Other factors that influence contingency provided have been identified and their relative importance investigated. 1.1 Introduction As competition increases, organisations survival will be determined by their ability to make...
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... Document Reference GN 1.1. V.1.0. 28 July 2009 © 2009 Department of Finance Published by: Department of Finance Government Buildings Upper Merrion Street Dublin 2. This document is not to be taken as a legal interpretation of the provisions governing public procurement. All parties must rely exclusively on their own skills and judgement or upon those of their advisors when making use of this document. The Government Construction Contracts Committee (GCCC), the National Public Procurement Policy Unit (NPPPU) and the Department of Finance and any other contributor to this guidance note do not assume any liability to anyone for any loss or damage caused by any error or omission, whether such error or omission is the result of negligence or any other cause. Any and all such liability is disclaimed. Contents 1: Introducing Project Management for Capital Works Projects 3 1.1 Overview 3 1.2 Project Management Principles for Capital Works Management Framework 3 1.3 Influencing Factors 3 1.4 Managing the Project Programme 3 1.5 Administrative Procedures 3 2: Project Execution Plan 3 2.1 Role of the Project Execution Plan 3 2.1 Project Execution...
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...The subject solicitation for support to the US Army Corps of Engineers is for a single award task order contract (SATOC), requiring a wide range of professional services in the areas of restoration, conservation, compliance, prevention, technology, sustainability, energy and scientific studies. These type of services associated in the contract must be solicited in a full and open competition because the requirements are not unique and there will be more than one responsible provider that could very well accommodate all these type of services. To be able to justify these criteria, a full market research must be initiated by the US Army Corp of Engineers. The acquisition planning and market research must be prepared before the composition of the solicitation. The requirements for support of The US Corps of Engineers (USACE) must be well defined in the acquisition planning and documented in a Statement of Need, which should explain the events that led to the requirement of technical support. The statement must also have the answer why the services are needed, referencing other documents such as Mission Statements and Strategic Goals. Since this requirement was identified as a Single Award Task Order Contract (SATOC), the procurement authority provisions fall under Title 41, Chapter 4, Public Contracts, section 253h. The solicitation must include the definite period of the contract and options for extensions, the maximum quantity or dollar value of the services, and the specifications...
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...GEORGE WASHGON UNIVERISTY Tacheng Wind Power Plant Project Plan School of Engineering & Applied Science Team Member: Shiyue Jiang, Ruiyu Liu, Kufre Essiet, Juan Wang, Mengpei Jia Project Report Table of Content 1. General description of project activity ..................................................................................... 4 1.1 Title of the project ............................................................................................................. 4 1.2 Description of the project ................................................................................................... 4 1.3 Detail of physical location ................................................................................................. 5 2. Understanding of scope of work .............................................................................................. 6 2.1 Scope of work ................................................................................................................... 6 3. Technical Approach ................................................................................................................ 7 3.1 Basic Construction part ...................................................................................................... 7 3.2 Basic Construction for fan ................................................................................................. 9 3.3 Fan Installation .......................................................
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...MAPPING THE CONSTRUCTION ENGINEERING AND MANAGEMENT DISCIPLINE By Mohamed A. Aboulezz A Thesis Submitted to the faculty of the WORCESTER POLYTECHNIC INSTITUTE In partial fulfillment of the requirement for the Degree of Master of Science in Construction Project Management February 2003 Approved Prof. Roberto Pietroforte, Thesis Advisor Prof. Fredrick L. Hart, Head of Department Abstract The objective of the study was to map the structure of the construction engineering and management (CEM) discipline and its contents, trace its evolution, and to identify the most prevailing research areas in the discipline. The study entailed a review of the literature in construction engineering and management as well as two of the leading academic journals in the discipline, particularly a bibliometric study of the contents of the ASCE Journal of Management in Engineering (JME), as a case study of the CEM refereed journals. The JME’s contents were investigated from its onset in 1985 until 2002. The results of the analysis show that 70% of the published papers focused on four main subjects: management and organization of the firm, project management, industry structure and environment, and management of personnel. Considerable changes occurred within the subjects with the emergence of new topics and the decline of others over the eighteen years of publication. The study also analyzed the use of keywords, research methods, and identified authors, and the concentration of...
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...EG2401 Engineering Professionalism Group 3 Final Report EG2401 Engineering Professionalism Full Report Group Members: Liu Weiyuan (A0086030R) Pham Thi Cam Nguyen (A0074425H) Reymond Edlin (A0083418A) EG2401 Engineering Professionalism Group 3 Final Report EG2401 Engineering Professionalism Group 3 Final Report Contents Abstract I. Introduction/Background II. Method III. Discussion 1. Bribe or Gifts? Ethical or Unethical? 2. Case Studies and the Scenario Case Study # 1 Case Study # 2 Case Study # 3 3. Limitation IV. Conclusion References EG2401 Engineering Professionalism Group 3 Final Report Abstract Gift receiving has long been a problem in evaluating the ethicality of engineers. In this study, we analyse the ethical boundaries of gift receiving. The foreground for this analysis will be based on several factors, including the value of the gifts and the behaviour (or intention) of engineers after receiving the gifts. These criteria will underpin the discussion for the scenario on whether it is ethical for engineers A, B and C to receive gifts from contractors and suppliers, given that they are involved in the bidding process to select the from the same contractors and suppliers. This report will also evaluate various ethical concerns by comparing the scenario against three different case studies, which will act as the three different extents of moral lines that are set in place. These comparisons would be used to derive a conclusion for the scenario...
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...Engineering and Technology Management Tools and Applications For a listing of recent titles in the Artech House Technology Management and Professional Development Library, turn to the back of this book. Engineering and Technology Management Tools and Applications B. S. Dhillon Artech House Boston • London www.artechhouse.com Library of Congress Cataloging-in-Publication Data Dhillon, B. S. Engineering and technology management tools and applications/B.S. Dhillon. p. cm. — (Artech House technology management and professional development library) Includes bibliographical references and index. ISBN 1-58053-265-9 (alk. paper) 1. Engineering—Management. 2. Technology—Management. I. Title. II. Series. TA190 .D47 2002 620’.0068—dc21 2002074491 British Library Cataloguing in Publication Data Dhillon, B. S. Engineering and technology management tools and applications. (Artech House technology management and professional development library) 1. Engineering—Management 2. Technology—Management I. Title 620’ . 0068 ISBN 1-58053-265-9 Cover design by Igor Valdman © 2002 ARTECH HOUSE, INC. 685 Canton Street Norwood, MA 02062 All rights reserved. Printed and bound in the United States of America. No part of this book may be reproduced or utilized in any form or by any means, electronic or mechanical, including photocopying, recording, or by any information storage and retrieval system, without permission in writing from the publisher. All terms mentioned in this book that...
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...renovate and refurnish the condo so that it's comfort enough to rent out at the rate desire. In this case, he applies the concept of Triple Constraints. He set the timeline for 2 months to get unit complete and ready to allow the tenant move in; with the cost constraints to RM100K; work to be done (scope) comprises of place all the furniture in 3 bedroom, kitchen and living room, electrical appliances for kitchen, some home decoration in contemporary style. Unfortunately, the potential tenant requested that they require the unit within a month time as they are moving in from overseas and to stay in hotel is not in their budget plan. The owner do not wish to miss the boat, and he accepted and sealed the contract with the tenant, meaning the owner left with 1 month to accomplish the task. By applying the Triple Constraints, the owner are in the situation where time has reduced and with the skills, he needs to be agile to well balance the 3 elements as follows: Time reduces - cost reduces - scope reduces - quality maintain * the owner has put in more extra hours to do shopping for items; * the owner brings in more manpower from family members and friends to help instead of doing it alone. * discussed with the tenant to provide the item list of electrical appliances or furniture, normally through this way, the owner may be able to save cost...
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...7. PROJECT MANAGEMENT Syllabus Definition and scope of project, Technical design, Financing, Contracting, Implementation and performance monitoring. Implementation plan for top management, Planning Budget, Procurement Procedures, Construction, Measurement & Verification. 7.1 Introduction Project management is concerned with the overall planning and co-ordination of a project from conception to completion aimed at meeting the stated requirements and ensuring completion on time, within cost and to required quality standards. Project management is normally reserved for focused, non-repetitive, time-limited activities with some degree of risk and that are beyond the usual scope of operational activities for which the organization is responsible. 7.2 Steps in Project Management The various steps in a project management are: 1. 2. 3. 4. 5. 6. 7.2.1 Project Definition and Scope Technical Design Financing Contracting Implementation Performance Monitoring Project Definition and Scope What is a Project? “A project is a one-shot, time-limited, goal-directed, major undertaking, requiring the commitment of varied skills and resources”. A project is a temporary endeavor undertaken to create a unique product or service. A project is temporary in that there is a defined start (the decision to proceed) and a defined end (the achievement of the goals and objectives). Ongoing business or maintenance operations are not projects. Energy conservation projects and process improvement...
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...The Rise of Market Society in Europe and the Industrial Revolutions in Britain MGMT 1030 Schulich School of Business The Three Industrial Revolutions-General Features 1)First Industrial Revolution (1760s to 1840s) ➢ Led by Britain, with the United States, France, and Germany following several decades later ➢ Marked by increases in agricultural productivity, the development of new transportation methods such as canals, the rise of urban society, and the growth of the factory system ➢ Typical new products were steam engines and factory-produced items such as cotton textiles and ironware 2)Second Industrial Revolution (1840s to 1940s) ➢ Led by the United States, Britain, and Germany ➢ Marked by communication and transportation revolutions, the development of the telegraph, railroads, and the internal combustion engine, and the development of the modern corporate structure ➢ Typical new products were steel, chemicals, and a wide array of consumer goods such as automobiles and home appliances 3)Third Industrial Revolution (1950s to present) ➢ Led by the United States and Japan ➢ Marked by the rise of the service economy, international financial and trade transactions, and the introduction of the computer ➢ Typical new products were consumer electronics and a wide array of pharmaceuticals The Pre-Market Economy to 1700 1)Economic Society in the European Middle Ages A)The Manorial System ...
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............................................ 6 3.3 Implementing MS Project Server ................................................................................ 6 3.4 Project Performance Management .............................................................................. 7 3.5 Developing Corporate PM Methodology .................................................................... 7 3.6 Establishing Project Management Office (PMO) ....................................................... 8 4. MS EPM 2010 Add-Ons “EPMView” .............................................................................. 9 4.1 Summary Reports ........................................................................................................ 9 4.2 Task...
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